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Corporate Culture

Corporate Culture was established way back in 1979 when our senior consultant Mr. Rajeev Bhatt had dreamt of a HR Consultancy, during his own college days. Over a period the idea kept on upgrading as he kept getting opportunities to work for known business houses like Bhilwara Group, Britannia, Shriram Group, Surya Roshni etc. It was as if he was rearing his lifetime dream while being associated with the above organizations. Over these years many top professionals of the country kept strengthening his ideas and command over the subject by way of his personal and professional interactions. We at corporate culture shall ever remain indebted to personalities like Mr. Sharu Rangnekar(Management Guru), Mr. O.P Sarbhoy(Ex- Director Personnel BHEL/ NTPC), Mr.Mitra(Ex-Chief of Personnel, Union Carbide), Mr. A.K.Sarkar (Ex- Corporate Chief- Personnel, Britannia) late Adv. Vijay Gupta (M P High Court) for their patronage.

It was in 1995 that Corporate Culture was formally declared as a body offering total HR solutions. It has a proven track record of solving highly complex situations offering relief to the clients in terms of lakhs of rupees. We believe in no geographical boundaries and have a capacity to reach out to clients anywhere. We have used Information Technology as our tool to update our clients and to satisfy their requirements by offering the least possible response times.

We have been providing services to our esteemed clients in the following areas:
Recruitment and Placements.
Personnel Systems.
Labour Laws Monitoring.
Employees Provident Fund issues (EPF & Misc. provisions Act 1952).

It refers to the process of attracting, screening, and selecting a qualified person for a job. The best companies in any industry today retains professional recruiters or outsources the process to recruitment agencies. We have the ability to read and screen resumes, talk to potential candidates and deliver a selective group in a timely manner. We rely on networking as our main source of candidates. The advantage associated with utilizing us as a third-party recruiting firm is our ability to know where to find a qualified candidate. Talent Management is a key component to the services we as a professional recruiting firm can provide.

As a 'Specialized recruiter' we exist to seek staff with a very narrow specialty. Because of our focus, we very often produce superior results due to our ability to channel all of our resources into networking for a very specific skill set. Under pressure to reduce costs, both large- and medium-sized employers tend to undertake our services. "Onboarding" is a term which describes the process of helping new employees become productive members of an organization. A well-planned introduction helps new employees become fully operational quickly and is often integrated with a new company and environment. Onboarding is included in the recruitment process for retention purposes offered by us.

Collective bargaining negotiation between labour unions and corporate employers constitute a specialized area in the field of general negotiations, but the underlying legal and relationship aspects make them distinct. Unlike a general business negotiation and law suit negotiations that are not regulated by statutory provisions, a collective bargaining negotiation is mandated and governed by external laws. Many different statutes comes into play during the negotiation process. Private sector bargaining encounters are regulated by the Industrial Disputes Act-1947.

A factor which makes collective bargaining interactions relatively unique entails the many issues that have to be addressed. Many types of compensation have to be discussed, including hourly wages, piecework rates, fringe benefits such as pensions and health care, and similar issues. What hours will the employees have to work, when will breaks and meal periods be scheduled? Almost any working condition of interest to employees might also have to be discussed. The expansive number of issues requires drawn-out negotiations that may go on for weeks or months, as the parties try to resolve the different topics. On the other hand, many of the bargaining subjects allows the parties to trade issues in ways that allow them to expand the overall pie to be divided and maximize the joint return involved. Corporations should concede issues union leaders value more for topics management officials prefer. Our motive has always been, to seek win-win results that satisfy the underlying interests of both sides.

We are always willing to think outside the box and seek innovative solutions. For example, if profits have been decreasing, a company may offer workers a bonus instead of a pay increase. The employees get the benefit of the cash payments, but the base pay rates remain unchanged. Parties dealing with increasing health costs could agree to larger deductibles and co-payments instead of higher employee premiums. Employee health care premiums are a difficult subject for union officials, since all workers see an immediate reduction in their take-home pay. On the other hand, increased deductibles and co-payments are more palatable, since workers are only affected by these considerations when they become ill. They are so relieved to have health coverage that they have less difficulty accepting the greater deductibles and co-payments.

Over the past sixty years, the decline of union membership has greatly influenced bargaining interactions. As india is transforming from a manufacturing to a service and white-collar economy and while Indian firms are directly impacted by global competition from emerging countries, the elevated labour costs associated with unionised personnel has become harmful to many corporations. Non-union companies hire law firms and labour consultants to keep their firms non-union, and organized companies begin to discover ways to get rid of their unions.

Post Box No. 48
Konkan Bhavan P.O.
Navi Mumbai-400614, Maharashtra, India


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